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By Ray Pelletier
Does your workplace suffer from a generational rift? As more Generation Xers take on managerial roles, the concern for many organizations is how these new young managers can effectively lead people their parents' age.
According to the U.S. Department of Labor, the number of managers aged 20-34 increased from 4.8 million in 1994 to 5.2 million in 2004. And that number is expected to swell as the 52.4 million Gen Xers continue to move up the corporate ladder.
We now have four generations working together in the modern workplace. Understanding the differences between these generations is essential because of the interdependent nature of work today. One worker or one department cannot succeed without the cooperation of others. Zemke, Raines, and Filipczak, authors of Generations at Work, define these age groups as follows:
- Veterans - Born between 1922 and 1943. Includes about 52 million people. They prefer ace-to-face interactions with supervisors over e-mail or voice mail, and they place a strong emphasis on teamwork.
- Baby Boomers - Born between 1943 and 1960. Includes about 73.2 million people. They were raised in an era of extreme optimism, opportunity and progress. Most grew up in two-parent households with safe schools, job security and post-war prosperity. Like the Veterans, they prefer face-to-face communication and value teamwork over individual achievement.
- Generation X'ers - Born between 1960 and 1980. Includes about 52.4 million people. They were born into a rapidly-changing social climate and economic recession. They grew up with both parents working, amidst rising divorce rates, downsizing and the dawn of the information age. At work, they can be fiercely independent, like to be in control and want fast feedback.
- Generation Nexters - Born between 1980 and 2000. Includes about 69.7 million people. Born to Baby Boomer and early Generation X parents into our current high-tech, neo-optimistic times. Although they are the youngest workers, they are the most technologically adept. They are fast learners and tend to be impatient.
Advice for Young Managers
1. Be Sensitive to Emotional Issues
If a Gen Xer beats out a Veteran for a promotion, the older employee will be upset. He or she may feel that the company was disloyal to him or her. While the older workers realize that the younger workers may have impressive degrees, they question whether younger managers possess the know-how to get the job done. Older workers also may resent you because you're making more money today than they did during their first twenty years of working. So ask your older employees how they are feeling. Don't say, "I understand how you feel," because they believe you cannot possibly understand. However, by encouraging them to express their feelings, you'll forge a greater understanding and respect between the generations.
2. Change is Harder for Older Workers
Older workers may be very set in their ways and so resistant to change. They may have trouble if you implement new systems or ask them to
use new technology they're not familiar with. To help them, explain the "why" of doing things in a certain way. Once you open up the lines of communication, you’ll be able to reap the benefits of the insight and experience your older employees can offer.
3. Use a Worker's Preferred Communication Style
As a young manager who grew up comfortable with technology, you
probably prefer to communicate via e-mail. However, your older employees
most likely prefer face-to-face communication. They may view e-mail as cold and not very relationship-oriented. So regularly schedule face-to-face meetings with your older employees. When you need to give them
feedback, get up from your desk and walk over to them. Or pick
up the phone and call them. The more human contact you give them, the more they will respect you.
4. Be Coachable
As a manager, you must be able to receive information from your older employees without feeling threatened by them. Think of them as internal consultants. Realize that because of their many years of experience they are valuable assets to your organization.
5. Know the Difference Between Recognition and Appreciation
As a member of one of the younger generations, you probably prefer to be
appreciated rather than recognized. You are satisfied with a "thank you.” However, your older employees will want recognition for their achievements. They want an outward sign of your appreciation, such as a
plaque or an "Employee of the Month" award.
6. Know Your Stuff
True knowledge is more than book smarts. It also comes from
experience. You’ll have to work hard to appear knowledgeable to your older employees because they don't think you have enough experience. Knowledge is also one of the keys to creating trust. People respect people they like, but more importantly, they respect people they consider informed. Regardless of age, everyone wants to believe that his boss is knowledgeable and competent.
7. Ask Great Questions
Don't be afraid to say you don't know something. Always be open to asking your older employees questions. When you ask questions, they will be less likely to think of you as an "arrogant know-it-all kid." Ask open-ended questions rather than ones that can be answered with a “yes” or “no”. One effective technique is the “magic of 3s.” For example, you could ask, "What are the three biggest challenges you are facing with this task?" This not only opens the lines of
communication, but also shows that you care about how people are doing on the job.
Final Thoughts
Once you understand the differences in the values and beliefs of the generations, you’ll be better equipped to manage older employees.
You’ll reduce intergenerational conflicts within your company, improve overall morale and productivity and foster greater respect between yourself and your employees.
Author Bio: Ray Pelletier, CSP, is founder and president of The Pelletier Group. He is author of the upcoming book It's All About Service. Contact info: 305-558-0500 or www.raypelletier.com.
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